Building a highly
successful branch requires serious thought, research, questions, answers and decisions
to shape and layout your strategy. No doubt the struggle for success
is execution. Ideas are everywhere, strategies are abundant, but the lack
of execution is what stalls building a high performing branch. You have
homework, you must do the dig. So here we go.
Every branch must have
an owner. The owner has a clear understanding of what is expected
and has created a plan on how to deliver. All efforts, results, and
any issue that impacts the branch is the responsibility for the branch leader. When
ownership is a committee it will move like one – slow, clumsy, no one is sure
who really needs to make it happen.
What do both executive
management and the strategic plan expect from the branch? A realistic,
stretch-oriented, measurable approach has to come into play for every
branch. What will you use to be able to say at the end of the year,
“We did it!”?
How are the branches structured? A glaring weakness often is
leadership for the branch manager. Sometimes, the manager reports to two
supervisors such an operations/branch administration person and the other a
branch president. This can create fear, confusion and conflicting
direction. Who is accountable for how successful the branch manager executes? Coaching
is required for branch managers so they can embrace expectations, receive
guidance, encouragement and accountability. They will learn how to
coach best by being coached.
What do your job
descriptions look like at the branch level and how current are
they? What are the expectations of each member of the branch
team? Job descriptions and performance plans are how managers and
direct reports know who is responsible for what. Keep expectations clear,
current and the focus of coaching.
This is the first in a
series of how to build a high performing branch, more on this in a few days…
Still learning,
Honey
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